Abstract
Organizations want their employees to be engaged with their work, exhibiting proactive behavior, initiative, and responsibility for personal development. Existing literature has a dearth of studies that evaluate all the three key variables that lead to optimal employee performance— critical psychological states (CPSs), work engagement, and personal outcomes. The present study attempts to fill that gap by linking the variable CPSs (which measures experienced meaningfulness, responsibility, and knowledge of results) with the other two. The study surveyed 359 sales personnel in the Indian telecom industry and adopted standardized, valid, and reliable instruments to measure their work engagement, CPSs, and personal outcomes. Analysis was done using structural equation modeling (SEM). Findings indicated that CPSs significantly moderate the relationship between personal outcomes and work engagement.
Highlights
India is the world’s fastest growing telecom market
Is work engagement related to personal outcomes of sales personnel in the telecom industry? Are critical psychological states (CPSs) a significant moderator for work engagement and personal outcomes of the employees?
The present study examined the relationship between work engagement, CPSs, and personal outcomes
Summary
India is the world’s fastest growing telecom market. Teledensity in India rose sharply from less than 4% in March 2001 to about 76% by the end of March 2012, by which time it catered to about 951 million subscribers making Indian telecom services industry the third largest in the world. Caught between the dramatically rising cost of debt funding both in India and abroad (latter due to rising sovereign risk premium for India), inability to raise funds from domestic stock market, and inability to raise tariffs, telecom companies turned to their only remaining option— engaging their sales force meaningfully, which included tapping the creative energies of their employees by encouraging them to voluntarily engage in innovative ideas to retain and expand the customers base This was the ideal time for such an initiative because economic uncertainties in India discouraged job hopping and it was incumbent on employees to find satisfaction in their current jobs. Workforce trust in senior leaders and managers seems to have increased
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